How to Use the Ledge Technique for Sales Objection Handling (Ask Jeb)

Here's a question that'll make every salesperson's blood pressure spike: What do you do when your cold call gets an objection in the first five seconds because prospects immediately stereotype you as something you're not? That's the challenge facing Rick VanNess from Albuquerque, New Mexico. Rick co-founded a company that helps healthcare providers collect on older insurance claims (the ones sitting out 45-90 days that billing departments struggle to get paid). His team augments existing billing operations rather than replacing them. But here's the problem: The second Rick mentions what he does, billing directors immediately think "outsourcing" and shut down the conversation. They've either had bad experiences with outsourcing or they're terrified of losing their jobs to a vendor that promises to do it all. If you've ever been stereotyped, dismissed, or written off before you could even explain what you actually do, you know exactly how frustrating this is. And it's costing you deals. The Fatal Mistake: Arguing Instead of Agreeing When a prospect says "We already have billing" or "We don't outsource," most salespeople instinctively go into argument mode. They try to explain how they're different, how they're not really outsourcing, how their service is special. This is exactly the wrong move. Here's the brutal truth: When you argue with a prospect's reflexive response, you're fighting against their primary concern. For a billing director, that concern isn't whether you can help them. It's whether you're going to cost them their job. Think about that for a second. You're calling someone whose entire world revolves around protecting their position, especially in an age where AI and automation are threatening white-collar jobs left and right. Their antenna is already up. They're listening for any reason to say no. So when you argue with their objection, you're actually validating their fear. You're making them dig in deeper. The Power of the Ledge-Disrupt-Ask Framework Instead of arguing, try this: Agree with them. When Rick hears "We already do billing" or "We don't outsource," here's what I told him to say: "That's perfect, because none of my customers do outsourcing. They all have internal billing departments. What we do is complement what they're already doing by picking up the really hard things like collecting on insurance claims that have been sitting for 45 to 90 days and getting them paid faster." Notice what's happening here? You're using the Ledge framework that top performers use to handle objections: Ledge: A simple statement that settles your brain and lowers tension ("That's perfect...") Disrupt: Pattern interrupt that reframes the conversation ("...because none of my customers do outsourcing") Ask: Move toward a meeting ("Wouldn't it make sense for us to take a few minutes to see if this could help you?") You're not fighting them. You're joining them on their side of the table, then pivoting to the real problem you solve. Lead With the Problem, Not Your Solution Here's another critical mistake Rick was making: He was leading with his pricing model ("no risk to you, you don't pay until we collect"). While this might sound like a great selling point to you, to a prospect it sounds like every other too-good-to-be-true pitch they've heard. It creates skepticism rather than interest. Instead, focus obsessively on the problem you solve. For Rick's business, that's the money sitting in accounts receivable that billing departments are too busy to collect. According to industry data, many practices have millions sitting out there at 45+ days. That's pure profit that's not in the business. That's real money being left on the table. When you frame your prospecting messaging around the problem rather than your solution mechanics, you create curiosity and urgency. Save the pricing conversation for when you're actually negotiating an agreement. The Multi-Level Prospecting Strategy One of the most powerful insights from my conversation with Rick was this: Don't limit yourself to just one contact at the organization. Rick was focusing solely on billing directors and managers because they'd at least give him 15 seconds. But there's a better approach. Go bottom-up and top-down simultaneously: Bottom-up: Call claims adjusters and billing clerks. They don't care what you're selling. But they'll tell you exactly what's broken in their organization. Ask questions like "How much money do you have sitting out there over 45 days that you're struggling to collect?" These narrators give you the stories and data points you need. Top-down: Use that intelligence to reach the CFO. Now you're not pitching a service. You're providing insight about their business: "I spoke with your team and discovered you have $5 million in receivables sitting at 45+ days. Here's how we help organizations like yours collect 80% of that money 40% faster." Middle-out: Armed with data from below and endorsement from above, the billing ...